ACHIEVING ART OF THE POSSIBLE RESULTS. Ms. Ellen Griffith Vice Director, Warner Robins Air Logistics Complex
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1 ACHIEVING ART OF THE POSSIBLE RESULTS Ms. Ellen Griffith Vice Director, Warner Robins Air Logistics Complex
2 Air Force Materiel Command 2
3 Geographically Distributed Command Footprint 3
4 AFSC MISSION Provide sustainment and Logistics readiness to deliver combat power for America AFSC VISION Professional Airmen delivering globally integrated, agile Logistics and sustainment AFSC PRIORITIES Deliver Combat Power Accelerate global Logistics integration Shape future Logistics capabilities Drive cost conscious culture Develop & support Airmen for tomorrow s Air Force 4
5 People 6,856 Civilians 105 Military 286 Contractors Budget $649M Salaries and Benefits $1.6B Operating Budget Infrastructure WR-ALC Who We Are 165 Facilities 5.1M SF $1.8B Replacement Cost $923.4M Capital Equipment ~$150M Industrial Services and Supply Requirements 5
6 WR-ALC What We Do 6
7 Art of the Possible 7
8 Performance Review Cadence Daily Reports Production-to-Target Productivity Revenue/Cost Synchronization Meetings (3X per Week) Rotate Focus Aircraft/Commodities, Electronics, Software/Maintenance Support Weekly AFSC Performance Reviews (Rotate Focus) ALC Production Review (Rotating Focus) Monthly Aircraft Deep Dive ALC Business Board (Productivity & Finance) AFSC Corporate Board 8
9 Data, data, and more data Headquarters Targets Run Date: Nov 13, 2017 WR-PH033-DA-IMR Version As of Nov 12, 2017 Run Time: 7:47 AM Warner Robins ALC FOUO - FOR OFFICIAL USE ONLY - FOUO 12-Nov Est Daily MTD YTD MTD YTD MTD YTD MTD YTD Org Target Actual Var Target Actual Var Target Actual Var Org Target Actual Var Target Actual Var Org Target Actual Var Target Actual Var Org Target Actual Var Target Actual Var WR-ALC (M) 2, , , % 810, , % ALC 1,192 1, % 1,289 1, % ALC 1,124 1, % 1,216 1, % ALC 6.4% 11.1% 4.6% 6.4% 11.1% 4.7% AMXG (MB) 1,267 72,325 70, % 289, , % AMXG 949 1, % 1,017 1, % AMXG % % AMXG 6.6% 15.8% 9.3% 6.5% 16.0% 9.5% 559 AMXS (MBA) C ,825 9, % 44,266 40, % 559 1,035 1, % 1,064 1, % % 997 1, % % 13.7% 6.7% 6.8% 17.4% 10.6% 560 AMXS (MBB) C ,229 16, % 74,252 69, % % % % % % 13.3% 6.4% 6.9% 13.2% 6.2% 561 AMXS (MBF) F ,872 16, % 59,767 64, % 561 1,006 1, % 1,010 1, % % % % 19.6% 12.1% 7.5% 18.9% 11.4% 562 AMXS (MBE) C ,885 13, % 46,447 51, % , % 1,053 1, % , % 1,013 1, % % 15.6% 11.7% 4.0% 14.5% 10.5% 558 AMXSS (MBS) Acft Maint ,513 14, % 65,108 58, % % 1,031 1, % % % % 16.6% 9.9% 6.7% 17.0% 10.3% CMXG (MN) ,489 39, % 187, , % CMXG 1,435 1, % 1,612 1, % CMXG 1,340 1, % 1,506 1, % CMXG 7.1% 10.1% 3.0% 7.1% 11.0% 3.9% 571 CMMXS (MNB) 242 4,144 3, % 17,257 14, % 571 1,377 1, % 1,529 1, % 571 1,287 1, % 1,429 1, % % 10.2% 3.2% 7.0% 11.1% 4.1% 572 CMMXS (MNC) 3 13,929 10, % 58,868 47, % 572 1,362 1, % 1,534 1, % 572 1,275 1, % 1,437 1, % % 12.6% 5.9% 6.8% 12.5% 5.7% 573 CMMXS (MNM) 0 7,370 7, % 31,334 33, % 573 1,394 1, % 1,582 1, % 573 1,302 1, % 1,479 1, % % 7.9% 0.9% 7.0% 9.9% 2.9% 574 CMMXS (MNR) 0 12,253 10, % 51,145 48, % 574 1,460 1, % 1,627 1, % 574 1,358 1, % 1,512 1, % % 11.3% 3.8% 7.6% 12.4% 4.8% 402 CMXG/MXDS (MNW) 8 6,793 6, % 28,821 27, % Prod Ops 1,660 1, % 1,879 2, % Prod Ops 1,552 1, % 1,756 1, % Prod Ops 7.0% 5.0% -2.0% 7.0% 6.3% -0.7% EMXG (MI) ,363 34, % 151, , % EMXG 1,444 1, % 1,518 1, % EMXG 1,353 1, % 1,422 1, % EMXG 7.5% 10.9% 3.4% 7.5% 10.0% 2.6% 566 EMXS (MIB) ,940 10, % 44,224 42, % 566 1,491 1, % 1,607 1, % 566 1,391 1, % 1,499 1, % % 8.2% 0.7% 7.5% 8.3% 0.8% 567 EMXS (MIE) ,389 11, % 48,739 47, % 567 1,508 1, % 1,581 1, % 567 1,417 1, % 1,486 1, % % 11.7% 4.2% 7.5% 11.3% 3.8% 568 EMXS (MIF) ,354 10, % 44,689 45, % 568 1,421 1, % 1,492 1, % 568 1,331 1, % 1,397 1, % % 11.9% 4.4% 7.5% 9.6% 2.1% 569 EMXS (MIL) 23 2,810 1, % 10,051 8, % 569 1, % 1,254 1, % 569 1, % 1,174 1, % % 14.0% 6.5% 7.5% 12.7% 5.2% 402 EMXG/MXDE (MIP) % 3,460 2, % Engr % 1,064 1, % Engr % % Engr 6.4% 11.8% 5.4% 6.5% 12.9% 6.4% MXSG (MD) % 3,427 2, % MXSG % % MXSG % % MXSG 2.3% 6.3% 4.0% 2.3% 3.8% 1.4% SMXG (MS) ,402 45, % 178, , % SMXG 1,458 1, % 1,565 1, % SMXG 1,391 1, % 1,493 1, % SMXG 5.0% 4.0% -1.0% 5.0% 3.7% -1.3% 577 SMXS (MSA) ,809 14, % 55,519 55, % 577 1,482 1, % 1,588 1, % 577 1,415 1, % 1,517 1, % % 4.4% -0.6% 5.0% 4.1% -0.9% 578 SMXS (MSB) 54 9,019 9, % 36,320 35, % 578 1,467 1, % 1,575 1, % 578 1,398 1, % 1,501 1, % % 4.9% -0.1% 5.0% 3.3% -1.7% 402 SMXG/MXDS (MSD) % 1,503 1, % Prod Ops 1,368 1, % 1,469 1, % Prod Ops 1,303 1, % 1,399 1, % Prod Ops 5.0% 0.0% -5.0% 5.0% 0.0% -5.0% 579 SMXS (MSE) 0 7,713 7, % 31,060 29, % 579 1,446 1, % 1,552 1, % 579 1,378 1, % 1,480 1, % % 4.1% -0.9% 5.0% 3.9% -1.1% 580 SMXS (MSO) 6 8,246 7, % 33,190 31, % 580 1,456 1, % 1,563 1, % 580 1,389 1, % 1,490 1, % % 3.1% -1.9% 5.0% 3.3% -1.7% 581 SMXS (MST) 28 5,149 5, % 20,728 21, % 581 1,425 1, % 1,529 1, % 581 1,359 1, % 1,458 1, % % 3.2% -1.8% 5.0% 3.6% -1.4% 402 SMXG/MXDE (MSW) % % Engr 1, % 1, % Engr % 1, % Engr 5.0% 0.0% -5.0% 5.0% 0.0% -5.0% PRODUCTION FLEX TOTAL YIELD WITHOUT OVERTIME ILF PEOPLE MTD YTD MTD YTD MTD YTD PEs (DIRECT) PEs (POH) PEs (G&A) Org Target Actual Var Target Actual Var Org Target Actual Var Target Actual Var Org Target Actual Var Target Actual Var Org HQ Actual ** HQ Actual** HQ Actual** WR-ALC (M) 190, , % 745, , % ALC % % ALC Nov 12-Nov Var WR-ALC 30-Nov 12-Nov Var 30-Nov Performance 12-Nov Var Metric AMXG (MB) 71,044 70, % 273, , % AMXG % % AMXG ALC 5,738 5, ,385 1, AMXS (MBA) C-5 9,998 9, % 37,258 40, % % % Staff AMXS (MBB) C ,776 16, % 70,978 69, % % % AMXG 2,549 2, AMXS (MBF) F-15 16,453 16, % 61,421 64, % % % CMXG 1, AMXS (MBE) C-17 10,419 13, % 42,631 51, % % % EMXG AMXSS (MBS) Acft Maint 15,240 14, % 61,188 58, % % % MXSG CMXG (MN) 40,517 39, % 168, , % CMXG 1,075 1, % 1,208 1, % CMXG SMXG 1, CMMXS (MNB) 3,984 3, % 15,969 14, % % % CMMXS (MNC) 11,702 10, % 50,152 47, % 572 1,207 1, % 1,360 1, % CMMXS (MNM) 6,651 7, % 26,523 33, % 573 1,076 1, % 1,220 1, % CMMXS (MNR) 12,021 10, % 50,826 48, % 574 1,237 1, % 1,376 1, % CMXG/MXDS (MNW) 6,219 6, % 24,738 27, % Prod Ops 1,032 1, % 1,168 1, % Prod Ops EMXG (MI) 35,705 34, % 136, , % EMXG 1,108 1, % 1,163 1, % EMXG ALC MTD YTD FM Financial Data 566 EMXS (MIB) 10,264 10, % 40,305 42, % 566 1,347 1, % 1,451 1, % Target Actual Var Target Actual Var 567 EMXS (MIE) 12,649 11, % 48,087 47, % 567 1,362 1, % 1,428 1, % NOR -$16 $4 $21 -$16 $4 $ EMXS (MIF) 9,540 10, % 36,720 45, % 568 1,288 1, % 1,351 1, % REV $124 $134 $10 $124 $134 $ EMXS (MIL) 2,711 1, % 9,523 8, % 569 1, % 1, % S COST $137 $130 -$7 $137 $130 -$7 402 EMXG/MXDE (MIP) % 2,527 2, % Engr % % Engr MXSG (MD) % 2,685 2, % MXSG % % MXSG SMXG (MS) 41,723 45, % 163, , % SMXG 1,140 1, % 1,223 1, % SMXG Org MTD MTD Labor Dir Overtime Material 577 SMXS (MSA) 12,869 14, % 50,472 55, % 577 1,395 1, % 1,495 1, % Target Actual Var Target Actual Var Impact Variance Impact 578 SMXS (MSB) 8,621 9, % 33,496 35, % 578 1,351 1, % 1,450 1, % ALC $90.00 $96.02 $6.02 $74.28 $72.56 ($1.72) $1,148,435 $492,813 ($327,511) 402 SMXG/MXDS (MSD) % 1,401 1, % Prod Ops % % Prod Ops AMXG $ $ $6.71 $ $ ($5.73) $473,658 $402,183 ($404,568) 579 SMXS (MSE) 7,154 7, % 28,305 29, % 579 1,347 1, % 1,446 1, % CMXG $68.22 $79.58 $11.36 $32.53 $29.13 ($3.40) $449,636 $80,077 ($134,591) 580 SMXS (MSO) 7,558 7, % 29,812 31, % 580 1,359 1, % 1,458 1, % EMXG $63.81 $75.25 $11.44 $ $ $8.55 $398,652 $69,866 $297, SMXS (MST) 5,138 5, % 19,572 21, % 581 1,273 1, % 1,366 1, % MXSG $1, $1, $ $122,918 $1, SMXG/MXDE (MSW) % % Engr % % Engr SMXG $82.41 $75.94 ($6.47) $0.89 $0.55 ($0.34) ($291,996) ($60,646) ($15,415) LEGEND <Neg 5% Neg 5 to 0% 0 to 5% >5% OT% and ILF <2% 2 to 5% >5% BUDGETED VS ACTUAL EARNED HOURS H033 Daily Targets are Mon-Fri. There are no weekend targets in H033. DIRECT YIELD WITH OT COST EFFECTIVENESS PRODUCTIVITY FACTORS DIRECT YIELD WITHOUT OT *Rounding issue is due to Personnel Equivalents (PEs) budgeted. **Actual PEs are Estimated. SPECIAL INTEREST ITEMS FM FINANCIAL DATA Personnel October ($M) 7,170 7, % DIRECT & POH LABOR RATE DIRECT OT% FOUO - FOR OFFICIAL USE ONLY - FOUO Page 1 of 1 Actual EOY FY16 Actual EOY FY17 FY17 Variance FY17 % Variance Production Hours (000) 7,022 7, % Total Yield w/o OT % FINANCIAL DIRECT MATERIAL Direct RATE Yield w/ OT 1,423 1, % OT% 11.1% 12.9% 1.8% 1.8% Direct Labor Efficiency 101.8% 100.3% -1.5% -1.5% Indirect Labor Factor (ILF) % Customer Orders ($M) $1,612 $1,747 $ % Revenue $1,655 $1,616 -$39-2.4% Total Expenses (vs R2D2) $1,581 $1,654 $73 4.6% Should Cost $0 $0 $0 NOR $91 -$24 -$ % UBB - External ($M) $447 $522 $ % 9
10 Pulling the Pieces Together: C-130 Schedule/Cost Performance 10
11 Pulling the Pieces Together: C-130 Black Box Chart 11
12 Identifying What the Future Looks Like 12
13 Planning for the Future 13
14 Applying AoP Results 14
15 But It All Comes Down to Weapon System Availability!!! Weapon System Enterprise Review (WSER) Weapon System Health Assessment Dashboard 15
16 But turning data into information remains a challenge 16
17 Roadmap for Data Superiority? 17
18 MROi ebs Functions & Integration 18
19 Wrapping Up The goal of achieve target availability at the lowest cost can serve as a unifying common objective across operational, logistics and maintenance organizations FOOTSTOMP from first briefing The key to cost consciousness is applying data driven decisions using the right data for the circumstance We continue to pursue AoP results with data & systems we have Big data system in place to support metrics, but depot maintenance deserves an all encompassing MRO system 19
20 Questions? 20
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